CASE STUDY | UNIVERSITY OF COLORADO COLORADO SPRINGS
Turning Waitlists into $2.8M of Additional Tuition Revenue

The challenge: Long waitlists for high-demand courses were hindering enrollment growth
As a public research university serving a diverse student body in a growing urban region, the University of Colorado Colorado Springs (UCCS) mission was clear: provide high-quality education and support student success through access and affordability
Dr. Wendi Clouse, Chief Strategist for Enrollment and Operations, saw clear signs that these goals were at risk. She noticed troubling trends that had been growing for years:
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- Declining enrollment for five consecutive years
- Persistent waitlists for high-demand courses
- Lost credit hours — and lost tuition revenue — as students couldn’t get the classes they needed
Many faculty and leaders misunderstood the waitlist issue, assuming students weren’t serious about enrolling. But an analysis revealed the truth: many students, especially first-gen and Pell-eligible students, were forced into part-time loads simply because they couldn’t access required courses — threatening their financial aid and delaying graduation.
Products in Use

Student Demand Forecasting
Registration Monitoring
The solution: Building a coalition to monitor waitlists and proactively add sections to meet enrollment demand
UCCS recognized that previous scheduling analytics tools hadn’t driven meaningful change because they lacked broad visibility and buy-in. To address persistent bottlenecks, the university needed clearer data, shared accountability, and campus-wide collaboration.
With Ad Astra’s Essential Scheduling solution, UCCS focused on making scheduling data transparent and actionable for academic leaders.
- Centralized Scheduling Team: A new cross-functional department solely responsible for academic scheduling across the district.
- Smart Scheduling Tools: Full adoption of Ad Astra’s Integrated Planning package for demand analysis, historical trend data, and scheduling recommendations.
- Faculty Collaboration: Regular “engagement meetings” with Deans to review data-informed schedule recommendations while preserving faculty input and academic judgment.
- Dual Credit Alignment: Earlier deadlines for ISDs and staffing processes to ensure instructional readiness before registration.
Key Steps
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- Producing reports on waitlisted student outcomes and lost revenue
- Analyzing equity impacts on lower-income and Pell-eligible students
- Training deans, chairs, and faculty to use capacity and fill-rate reports
- Collaborating closely with Academic Affairs and shared governance
The Results
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- Estimated $2.8 million in added tuition revenue
- 5 years of enrollment declines reversed
- Three consecutive terms of growth achieved
- 6200 credit hours of enrollment added
- 220% improvement in waitlist resolutions than prior year
People pay attention to what’s important — and no one had pointed out that the easiest way to promote growth is to cultivate the opportunity you already have.
School Background
As part of the University of Colorado System, UCCS has grown from a small commuter satellite school to one of the fastest-growing universities in Colorado. The main reasons for our growth include their ability to innovate and meet the needs of our students.
